9th May 2019
What not to do in an interview for your next interim role
In the interim team at Solace, we handle interview feedback on a daily basis and there are some clear pitfalls to avoid;
- Don’t assume that because the opportunity is an interim role, the meeting will be informal. In an ideal world, you will be given clear information on the nature of your interview but it’s always wise to turn up well prepared, smartly dressed and ready to be grilled.
- Don’t cast doubt by exhibiting known weaknesses. It’s fine to talk about weaknesses and how you overcome them but avoid solidifying doubt by continuing to display known weaknesses throughout the meeting. For example; don’t tell the interviewer you know you can talk too much and then continue to talk too much!
- Don’t treat the interview as though it’s for a permanent role. You will need to provide clear evidence of how you will build relationships with relevant stakeholders very quickly and show clear plans for how you will achieve the required outputs in the set timescales. You will need to prove return on investment from your first week on site.
- Don’t display a lack of interest or disdain for the job location. Even though you are not likely to be moving to the area permanently, it is still advisable to do your research and get your facts straight. Also, remember that the interviewers are likely proud of the work they have achieved in the region, so show an interest and focus on the positives.
- Be professional. Take the process seriously and arrive prepared. If you spend the first 5 minutes rooting around for cough sweets or faffing with all your phones and devises, the client may doubt your interest in the role.
- Don’t talk yourself out of the role. You may have concerns over the location, your availability or the role itself but focus on proving that you are the right candidate for the job before getting bogged down with the practicalities. An interview should be a two-way process but presenting yourself in the best light possible is your first priority.
Written by Jessica Mullinger, Head of Interim Management and Operations at Solace in Business